Many organizations worldwide are focusing today on quality to restore their competitive edge. They know now that an emphasis on quality improves overall productivity and reduces costs. This was not always the case, business people used to think just the opposite; that quality costs. As a result organizations emphasized productivity at the expense of quality and began to lose many of customers as competition increased.

Enter the quality gurus who slowly created a “Paradigm Shift” to everybody in the global marketplace. I will be discussing three of these “guru’s”, W. Edwards Deming, Philip B. Crosby and Joseph M. Juran, and comparing their strategies for quality management. These recognized quality experts have been carrying forth the message of quality for more than three decades.

DEMING

The fundamental point in Deming’s theory is basically “The Customer is King” and is the most important part of the production system. Without a consumer, there is no reason to produce. Therefore the question that the organization must ask itself is ‘what does the customer want or what does the customer thinks he needs or wants?’ To Deming, the only meaningful definition of quality is that which the consumer specifies. A product can be technically sound and cheap but if it is the wrong product, then it is worthless to the consumer. It is important to anticipate the consumer’s future needs as well as those of the present in order to continue to meet the consumer’s definition of quality and sustain a competitive advantage.

Deming looks at quality from a systems and leadership perspective. He has developed many concepts associated with this approach, namely:-

A. The 14 Points
B. The System of Profound Knowledge
C. The Plan–Do–Check–Act Cycle
D. “Prevention by Process Improvement”
E. The Chain Reaction for Quality Improvement
F. Common Cause and Special Cause Variation
G. The Deadly and Dreadful Diseases.

The most famous of these are his 14 Point

DEMING'S 14 POINTS FOR QUALITY MANAGEMENT

A plan was developed by Deming which is called Deming's 14 points in order to help the management to achieve required improvements in both quality and productivity. They are given below

1.Create consistency of purpose for the improvement of product or service

2. Adopt the new philosophy

3. Cease dependence on mass inspection for quality control building quality into the product in the first place.

4. End the practice of awarding business on the basis of price tag

5. Improve constantly and forever the system of production and service to improve quality and productivity, and thus constantly decrease the cost

6. Institute more through better job-oriented training

7. Teach and Institute leadership

8. Drive out fear, so that everyone may work effectively for the company

9. Break down barriers between departs

10. Eliminate slogans, exhortations, and targets for the work force that ask for zero defects and new levels of productivity

11. Eliminate work standards on the factory floor

12. Remove the barriers that rob employees at all levels in the company of their right to pride of workmanship

13. Institute a vigorous program of education and self-improvement

14. Put everybody to work to accomplish the transformation

If these steps are implemented within an organization then there will be an increase in quality while being cost effective. Thus, the...

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...Chapter 1
UNDERSTANDING TQM
* Introduction
* Defining Quality
* Characteristics of Quality
* Importance of Quality
* Dimensions of Quality
* Quality Control (QC) and Quality Assurance (QA)
* Total Quality and Total Quality Control
* Just-in-Time
* What is TQM?
* Elements of TQM
Introduction
Total Quality Management (TQM) is customer oriented management philosophy and strategy. It is centered on quality so as to result in customer delight. The word “total” implies that all members of the organization make consistent efforts to achieve the objective of customer delight through systematic efforts for improvement of the organization.
The TQM philosophy was evolved in Japan after World War II. Edwards Deming, an American quality expert helped the Japanese to apply concepts of TQM. They concentrated on customer satisfaction and focused on understanding customer needs and expectation.
Definition of Quality
The definition of quality as per the ISO 9000 standard is:
* The totality of the features and characteristics of a product or service, that bear on its ability to satisfy a given or implied need.
Characteristics of Quality
Customer:
* Fitness for use
* Getting what you expected
* Perceived...

...industry becomes increasingly more concerned about quality as a competitive advantage, the question of defining a term as inherently subjective as quality becomes more and more contentious. Many managers operate on the "I know it when I see it" principle; however, a growing awareness exists that in order to have a quality product or service or company, there must be some consensus on what quality is.1 Since the early 1980's, a not-so-quiet revolution has been occurring in American business, a revolution of ideas about doing business which has largely (but not exclusively) been spearheaded by three individuals: Phillip Crosby, W. Edwards Deming, and Joseph Juran. While many people are of the opinion that the ideas of these three men may differ, it is the purpose of this paper to show that Crosby, Deming, and Juran all define quality in the same terms, albeit from different perspectives: the user, the manufacturer, and the manager.
II. SUPPORTING DATA
THE USER’S PERSPECTIVE: DEMING
The problem of defining quality is so important to Deming that he devotes an entire chapter of his landmark book, Out of the Crisis, to doing just that.2 In Deming’s view, the consumer is by necessity the most important part of the production system: without a consumer, there is no...

...Juran and Deming
W. Edwards Deming and Joseph M. Juran pursued their efforts and devoted their lives to helping organizations improve the quality of their products and services. Their impact is now worldwide and their accomplishments eminent.
Deming and Juran’s amazing lives paralleled each other in many ways. As youths, both experienced hard times. However, they both overcame their humble beginnings, graduated from college, and embarked on their careers. Both Juran and Deming started off by working at Western Electric’s Hawthorne plant in Chicago, where they were influenced by the work of Walter Shewhart, a pioneer in statistical method. When World War II began, both men were active in the federal government’s wartime efforts. Employing his mathematician and statistician skills, Deming joined the Census Bureau and taught statistical methods to engineers and managers. Juran made marks by helping redesign critical supply processes in the Lend-Lease Administration. After the war, Deming and Juran’s work attained worldwide recognition, and both received an invitation to work in Japan from the Union of Japanese Scientists and Engineers. Deming taught Japanese engineers and top management statistical methods and how to view production as a system that included suppliers and consumers....

...QualityGuru’s Comparison
| Crosby | Deming | Juran | Feigenbaum | Shewhart | Ishikawa | Taguchi |
Definition of Quality | -It is conformance to requirements , not as goodness-It is management's job to set the requirements and communicate to employees. | Meeting and exceeding the customer's need and expectations and then continuing to improve. | -Quality mission of the company is "fitness for use" as perceived by customers.-The mission of individual departments are to work accordingto specifications designed to achieve fitness for use. | An effective system for coordinating the quality maintenance and quality improvement efforts of the various groups in an organization so as to enable production at the most economical levels which allow for full customer satisfaction | Defined quality in terms of objective and subjective qualityi. Objective quality: quality of a thing independent of peopleii. Subjective quality: quality is relative to how people perceive it (value) | All division and all employees in the organization should be involved in studying and promoting quality control. | To improve quality, one must look up stream at the design stage because thatis where quality begins. |
Degree of Senior management involvement |...

...﻿
Faculty of Economic and Administrative Sciences
International Business Management
Quality Management
“A Note on Quality: The Views of Deming, Juran, and Crosby”
(Personal Opinion and Conclusions)
Professor: Cynthia Roman Bermeo.B.Eng.IBM
Authors:
Castañeda Cáceres María Belén
Rodríguez Espinosa María Fernanda
Vélez Vera Ingrid Magaly
June 2nd, 2015
(Semester A-2015)
A Note on Quality: The Views of Deming, Juran, and Crosby
Nowadays it’s very important to apply Total Quality Management philosophy to succeed in business. When adopting the Total Quality Management philosophy, organizations are embracing the views of mavens such as Deming, Juran and Crosby, whose contributions influenced on management have definitely provided organizational excellence.
Even though the views of Deming, Juran and Crosby are aimed to reach Total Quality, they all have their own specific characteristics that can be adapted to certain organizations. Not all of these 3 views are suitable for every single company or business. Therefore, managers have to look after the most convenient ideology for their companies.
In order to obtain Total Quality, Deming (1982) , the pioneer of...

...W. Edwards Deming
He was an eminent scholar and teacher in American academia for more than half a century. He
published hundreds of original papers, articles and books covering a wide range of interrelated
subjects—from statistical variance, to systems and systems thinking, to human psychology. He was
a trusted consultant to influential business leaders, powerful corporations and governments
around the world. This includes inspiring and guiding the spectacular rise of Japanese industry
after World War II, and the resurgence of the American automobile industry in the late 1980s.
The impact of his revolutionary ideas has been compared to those of Copernicus, Darwin and Freud.
Others have referred to him as the father of the third phase of the Industrial Revolution.
He was a visionary, whose tireless quest for the “truth” and unwavering belief in "continual
improvement" led to a set of transformational theories and teachings that changed the way we
think about quality, management and leadership. Throughout his career, he remained a gentleman
devoted to family, supportive of colleagues and friends, and always true to his word and beliefs.
THE FOURTEEN POINTS FOR MANAGEMENT
W. Edwards Deming offered 14 key principles for management to follow for significantly improving
the effectiveness of a business or organization. Many of the principles are philosophical. Others are
more programmatic. All are transformative in nature. The points...

...﻿William Edwards Deming (October 14, 1900 – December 20, 1993) was an American statistician, professor, author, lecturer and consultant. He is perhaps best known for the "Plan-Do-Check-Act" cycle popularly named after him. In Japan, from 1950 onwards, he taught top management how to improve design (and thus service), product quality, testing, and sales (the last through global markets)[1] through various methods, including the application of statistical methods.Deming made a significant contribution to Japan's later reputation for innovative high-quality products and its economic power. He is regarded as having had more impact upon Japanese manufacturing and business than any other individual not of Japanese heritage. Despite being considered something of a hero in Japan, he was only just beginning to win widespread recognition in the U.S. at the time of his death.[2] President Reagan awarded the National Medal of Technology to Deming in 1987. He received in 1988 the Distinguished Career in Science award from the National Academy of Sciences.
Overview[edit]
Deming's teachings and philosophy are best illustrated by examining the results they produced after they were adopted by Japanese industry, as the following example shows: Ford Motor Company was simultaneously manufacturing a car model with transmissions made in Japan and the United States. Soon after the car model was on the market, Ford...

...(Plan-Do-Check-Act) cycle from the teachings of Walter Deming which undoubtedly influenced the Japanese way of thinking on quality and subsequently coming up with the idea of Kaizen and making it their way of doing.
Quality circles
Quality circles is an important organ of Kaizen, they consist of an informal group of people that involves operators, supervisors, managers, etc. getting together to improve processes and procedures in the making of a product. These circles are embraced in a participative style of management whereby new ideas are generated and implemented
The concept is based on the observation that the operators are in a better position to contribute ideas that will lead to an improvement in the operation since they are closest to the operation. Thus improvement ideas come not only from the management but form all levels of the organization.
The informal nature of the quality circles is such that invisible barriers between the people from different levels or departments of the organization are overcome and everyone feels free and comfortable to share their ideas. Thus consultation and discussion are hastened throughout the organization and the employees attain an uplift of morale and motivation also improving productivity.
The group members are actively involved in the decision making process and thus feel as an important player within the organization where they can contribute towards...